Building managers are often the first people to notice when something isn’t working as it should.
A recurring fault, an ageing piece of plant, missing documentation or contractor repeatedly returning to the same problem may initially appear minor. But these issues can be early warning signs of larger operational, financial, safety or compliance risks.
For building managers, recognising red flags is not about fixing everything personally. It is about identifying issues early, documenting them clearly and ensuring they reach the right people before they become bigger problems.
Key Facts
- Building managers are often uniquely positioned to identify recurring operational problems.
- Repeated reactive repairs can indicate a deeper maintenance issue.
- Missing documentation can make future maintenance, budgeting and troubleshooting more difficult.
- Contractor performance should be monitored rather than assessed solely on price.
- Safety and compliance concerns should be escalated promptly.
- Clear communication between building managers, committees, strata managers and contractors is essential.
What are the biggest red flags for building managers?
1. The building is constantly in reactive maintenance mode
If every week brings another emergency call-out, breakdown or urgent repair, something may be wrong with the maintenance strategy.
Reactive maintenance will always have a place.
But a building manager should ask:
Why are we repeatedly reacting to the same types of problems?
2. The same asset keeps failing
A lift that repeatedly breaks down.
A pump that constantly needs repair.
An air-conditioning system that requires regular intervention.
A gate that repeatedly stops working.
Recurring failures may indicate that replacement, refurbishment or a more detailed technical assessment needs to be considered.
3. Preventative maintenance is being skipped
Preventative maintenance is designed to identify and address deterioration before equipment fails.
A building manager should be concerned where:
- scheduled servicing is missed
- inspections aren’t documented
- contractors don’t provide reports
- recommended works are repeatedly postponed.
The goal isn’t simply to keep today’s maintenance costs low.
It is to reduce avoidable future costs and disruption.
4. There is no reliable asset register
A building manager should have a clear understanding of what the building contains.
That can include:
- lifts
- pumps
- fire systems
- access-control systems
- CCTV
- generators
- HVAC equipment
- pool equipment
- electrical infrastructure
- irrigation
- other significant plant.
Without accurate information about assets, it becomes harder to plan maintenance, identify warranties, forecast replacement and communicate with contractors.
5. Nobody knows the history of an asset
If a piece of equipment fails, the building manager should ideally be able to establish:
- when it was installed
- who maintains it
- previous failures
- previous repairs
- warranty information
- expected lifespan
- upcoming servicing requirements.
If nobody knows the history, that is a red flag in itself.
6. Contractors keep fixing the symptom
A contractor repeatedly attending the same problem without identifying the underlying cause can become expensive.
Building managers should document recurring issues and ask whether a more comprehensive investigation is appropriate.
7. The cheapest quote is always selected
Price matters.
But it shouldn’t be the only consideration.
When comparing contractors, the committee and building manager may also need to consider:
- qualifications
- scope of work
- warranties
- experience
- response times
- quality
- compliance
- ongoing servicing requirements.
A cheaper repair that fails again may ultimately cost more.
8. Compliance actions remain outstanding
Building managers should keep track of relevant inspections, reports, certifications and outstanding actions.
A red flag is an item that has been identified as requiring attention but continues to sit unresolved without a clear action plan.
This is particularly important where the issue relates to safety.
9. Fire and life-safety systems aren’t treated as priorities
Fire safety systems should never become a “we’ll get to it” item.
Building managers should understand:
- what systems are installed
- when they require inspection
- what defects have been identified
- what remedial work is outstanding
- who is responsible for actioning it.
10. Building documentation is incomplete
Important documents may include:
- plans
- manuals
- warranties
- certificates
- service reports
- asset registers
- contractor information
- compliance records
- maintenance histories.
Missing documentation can create problems years later when equipment fails or major works are planned.
11. The building manager is the only person who knows there is a problem
This is one of the biggest communication red flags.
If an issue exists but:
- the committee doesn’t know
- the strata manager doesn’t know
- owners aren’t appropriately informed
- there is no written record
the problem can easily become bigger than it needs to be.
Good building management includes knowing what needs to be escalated, to whom and when.
12. Capital works keep being postponed
A building manager may recognise that a major asset is approaching the end of its useful life.
If the issue is continually deferred because the building doesn’t have sufficient funds, the eventual failure may be more expensive and disruptive.
This is where the building manager’s operational knowledge should feed into longer-term financial planning.
Building managers can play an important role in identifying future expenditure because they see the condition and performance of building assets firsthand. Understanding how long-term funds are planned can help connect day-to-day maintenance with future capital works. Read more about the difference between administrative and sinking funds – The Difference Between the Administrative Fund and the Sinking Fund
13. Complaints are becoming a pattern
One complaint may be isolated.
Repeated complaints about:
- noise
- access
- lifts
- cleanliness
- temperature
- parking
- lighting
- security
- common areas
can indicate a building-management issue that needs to be investigated.
14. Communication between the building manager and strata manager is poor
Building managers and strata managers have different roles, but they need to work together.
Problems arise when:
- issues aren’t escalated
- instructions aren’t clear
- responsibilities aren’t understood
- decisions aren’t communicated
- contractors receive conflicting directions.
Clear reporting and defined responsibilities can prevent many operational problems.
15. Nobody is planning for the next five to ten years
The best building managers aren’t just thinking about what needs to be repaired today.
They’re also identifying:
- ageing equipment
- upcoming replacements
- emerging compliance requirements
- recurring maintenance costs
- likely capital works
- building improvements
- operational efficiencies.
That information can help the committee and strata manager make better long-term decisions.
What should a building manager do when they spot a red flag?
1. Document it
Record what happened, when it happened and what action was taken.
2. Look for patterns
Check whether the same problem has occurred before.
3. Identify the underlying issue
Determine whether the problem is maintenance, operational, financial, compliance-related or something else.
4. Escalate appropriately
Make sure the relevant committee, strata manager or specialist is aware.
5. Recommend the next step
Don’t just report:
“The pump failed again.”
Where possible, provide context:
“The pump has failed three times in six months. We recommend a specialist assessment to determine whether replacement should be considered.”
6. Keep the records
Good documentation becomes particularly valuable when preparing budgets, planning capital works or dealing with recurring problems.
Building Manager Red Flags: Frequently Asked Questions
What is the biggest red flag for a building manager?
A building that operates almost entirely through reactive maintenance is a major warning sign. Recurring failures may indicate that preventative maintenance or longer-term planning needs attention.
Should building managers keep an asset register?
Maintaining accurate information about significant building assets can make servicing, troubleshooting, budgeting and future replacement planning much easier.
What should a building manager do about recurring equipment failures?
Document the failures, review the maintenance history and consider whether specialist advice is required to identify the underlying cause.
Who should a building manager report building issues to?
This depends on the building’s management arrangements, but significant issues should be communicated to the appropriate strata manager, committee or other responsible party, particularly where safety, compliance or significant expenditure is involved.
Should building managers be involved in long-term planning?
Yes. Their operational knowledge can provide valuable insight into asset condition, recurring maintenance costs and future capital works requirements.
Many of the operational warning signs building managers encounter are also issues owners and committees should understand. For the broader picture, explore our complete guide to red flags in strata – Red Flags in Strata 15 Warning Signs Every Owner and Committee Should Know